Risk has always been an integral part of business, but as I’ve noted, companies deal with risk with varying degrees of effectiveness. A complex, ongoing process, operational risk management identifies risks to support successful operations of an organization, estimates the monetary and other measurable impacts if a risk event occurs, establishes methods for mitigating the severity of impacts should they occur, continuously measures the probability of a risk occurring within a relevant period of time, periodically reports on the risk environment to appropriate decision-makers and alerts executives and managers when risk thresholds are crossed. These important activities should make operational risk management of greater interest to executives in today’s volatile business environment.
Topics: Big Data, Performance Management, Sales Performance, Governance, GRC, Office of Finance, Reporting, balanced scorecard, enterprise risk management, KRI, Operational Performance, Business Analytics, Business Performance, Financial Performance, In-memory, Risk
Risk Analytics Has Benefits for Optimizing Performance
Risk has always been an integral part of business, but dealing effectively with risk is a progression. Indeed, history shows businesses adapting and coping better with risk through innovation. The importance of using information technology to manage risk is growing because today’s systems can automatically measure and analyze a much broader set of risk factors than individuals can, and do so more reliably. But a key challenge companies face in implementing enterprise risk management is developing a process for defining and measuring risk.
Topics: Sales Performance, Governance, GRC, Office of Finance, Reporting, balanced scorecard, enterprise risk management, KRI, Operational Performance, Business Analytics, Business Performance, Financial Performance, Risk
My colleague Mark Smith and I have frequently commented on the artificiality of the emerging software category governance, risk and compliance (GRC). To be sure, once stand-alone categories of software (IT governance, audit documentation and industry-specific compliance management, to name three examples) have started what I expect to be a long convergence process. Moreover, since just about all controls and risk management efforts require a secure IT environment to be effective, there is a growing interdependence between effective IT governance and everything else connected with enterprise GRC.
Topics: Customer Experience, Governance, GRC, Office of Finance, enterprise risk management, ERM, Operational Performance, Business Performance, Financial Performance, compliance, Risk, controls, IT governance
